Recent research suggests that turning off notifications and stepping away from work emails after office hours could enhance one’s leadership qualities.

Leaders who distinguish between work and home life tend to feel more rejuvenated the following day, are recognised as more competent leaders, and are more successful in keeping their teams focused than those who spend their leisure hours fretting over work-related issues.

The research highlighted that leaders with less experience are at a higher risk of diminishing their effectiveness by dwelling on work during their time.

Central to superior leadership performance in the workplace, according to the findings, is a robust work-life balance. Conducted by researchers from the University of Florida, the University of Arizona, and Florida State University, this study was published on April 6 in the Journal of Applied Psychology.

Klodiana Lanaj, a professor at the University of Florida’s Warrington College of Business and the study’s lead researcher, emphasised, “The straightforward takeaway from our research is that to be an effective leader at work, one must learn to leave work concerns at the office. This holds especially true for novice leaders, who appear to gain significantly from disengaging from work and focusing on recovery during home time. Leaders shoulder a heavy burden, balancing their responsibilities with the needs of their subordinates, making it essential for them to unwind from the strains associated with their leadership roles.”

The study surveyed managers and their subordinates at U.S. companies in 2019 and 2022. It evaluated the leaders’ ability to disconnect from work-related thoughts at home the evening before. It measured their energy levels and sense of leadership identity the morning at work. The employees assessed their superiors’ leadership effectiveness.

Lanaj pointed out, “Our findings indicate that leaders who could entirely switch off from work and not dwell on it overnight felt more invigorated the next day and more connected to their role as leaders at work. Consequently, their teams viewed them as more motivational and more adept at directing their work.”

“Conversely, leaders who lingered on work’s negative aspects overnight struggled to regain their energy by morning,” she continued. “They perceived themselves as less leader-like and were rated lower by their teams.”

Promoting Work-Life Balance for Leadership Development

The question arises: How can leaders and organisations foster such a work-life balance to cultivate effective leadership?

Lanaj expressed hope that her study’s findings would empower managers to prioritise their presence at home and disconnection from work. Although the study didn’t specifically inquire how managers unwind at home, other research suggests standard relaxation techniques include exercising, socialising, spending time with family, or indulging in hobbies. What works for one individual in leaving work behind might not work for another, but discovering personal decompression techniques is crucial.

Facilitating leaders’ ability to recharge outside work is vital for organisations aiming to maximise their leadership potential. This might involve minimising expectations of after-hours communication and reducing the norm of being available for work outside regular working hours.

Technology often blurs the lines between work and personal life, yet it can also provide solutions. Setting devices to mute notifications after a particular hour or keeping work equipment in a separate space are practical steps.

Lanaj advises starting with small, manageable changes, such as committing not to check work emails after a specific time in the evening, to see how it improves work-life balance and leadership effectiveness.

More information: Lanaj, K., Gabriel, A. S., & Jennings, R. E. The importance of leader recovery for leader identity and behavior, Journal of Applied Psychology. DOI: 10.1037/apl0001092

Journal information: Journal of Applied Psychology Provided by University of Florida